1 Virtual Collaboration for G&G Professionals Presented by:Yogi Schulz Sahar Al-Arami May 17, Joint Conference

2 Yogi Schulz Biography  President of Corvelle Management Consultants  Information technology related management consulting  Project management and systems development  Computing Canada & Calgary Herald columnist  PPDM Association board member  Industry presenter:  Project World - 4 years  CIPS Informatics - 7 years  PPDM Association - several years Management Consultants

3 Sahar Al-Arami Biography  Awarded a 4-year scholarship by Nexen Inc. to study in Canada in 2002  Graduated with an Honors Diploma from the Computer Technology program at SAIT in 2004  Will be graduating in May 2006 with an Honors Bachelor of Information System Technology  Work experience:  Nexen Inc. as an intern since May 2005  Co-op student with Yemen Hunt Oil Company in 2004

4 Presentation Outline  Presentation Objectives  Virtual collaboration defined  Business drivers for G&G virtual collaboration  Enabling technologies for virtual collaboration  Example G&G virtual collaboration scenarios  Best practices for virtual collaboration  Conclusions & Recommendations  Questions & Discussion

5 Presentation Objectives  Describe new possibilities in the collaborative work environment  Demonstrate collaboration related components  Illustrate how G&G professionals can benefit from virtual collaboration  Outline best practices for establishing and operating a virtual collaboration environment

6 Virtual Collaboration Defined Technology Organization Process Skills

7 Vision for Work in the Future  Silos  Individual knowledge  Divisional focus  Barriers to access information  Face-to-face work  Integration  Team knowledge  Cross divisional work  Easy access to information  Virtual collaboration Today Tomorrow Improved performance

8 Business Drivers for G&G Virtual Collaboration  More complex E&P assets  G&G talent is global and knowledge-based  Continuing demands for reduced cycle times  Availability of capable, cost-effective technology

9 Enabling Technologies for Virtual Collaboration  Converged Networks  Audio and video conferencing  Application and document sharing  Instant messaging  Discussion boards  Collaborative management tools

10 Example G&G Virtual Collaboration Scenarios  “Thin bed” Reservoir Reserves Estimation  Effective use of the Direct Hydrocarbon Indicators technique

11 “Thin bed” Reservoir Reserves Estimation  Scenario Description  A deepwater reservoir, characterized by thin beds, in the North Sea looks like it could be promising  The head office is not sure how to assess the net pay zone and estimate the reserves in place in the multiple thin beds of the reservoir  Objective of Scenario  Use the collective knowledge of the G&G Community to improve the reserves estimation process in an unusual situation, reducing the risk of:  developing a reservoir with inadequate reserves or  abandoning a project that is in fact economically viable

12 Q & A G & G Community “Thin bed” Reservoir Reserves Estimation

13 A prospect that could have been marginal is determined to be economically viable. “Thin bed” Reservoir Reserves Estimation Geoffrey Moore Core Analyst, Core Lab Houston “Thin bed” Reservoir Reserves Estimation

14 Effective use of the Direct Hydrocarbon Indicators technique  Scenario description  DHI works well in some exploration areas but not others  The appropriate application of the DHI technique is important in assessing the proposed risk values during peer reviews  Objective of Scenario  Increase the knowledge of the G&G staff about:  characteristics of exploration projects where the DHI technique works well  appropriate use of DHI

15 Direct Hydrocarbon Indicators G & G Community Q & A G & G Community Events

16 Direct Hydrocarbon Indicators The G&G staff increase their knowledge of DHI and agree on a consistent application of it. Helpful Tools G & G Community

17 Best Practices for Virtual Collaboration  Understand the kinds of interactions that occur internally and externally  Understand the different components of collaboration  Build a team-oriented environment  Focus on people, not technology  Provide the right tools and support  Sustain the change

18 ConclusionsConclusions  There are numerous business drivers for G&G virtual collaboration  Various technologies enable virtual collaboration for G&G professionals  Virtual collaboration is well suited to how work of G&G professionals as demonstrated by the scenarios in the presentation  To achieve the most value from virtual collaboration, apply best practices

19 RecommendationsRecommendations Technology Organization Process Skills

20 Questions & Discussion Can you help us implement virtual collaboration? Please fill out evaluation form

, th Ave. S.W. Calgary, Alberta Canada T2P 3H7 Phone: (403) Web: Information technology related management consulting Project management and systems development Computing Canada & Calgary Herald columnist PPDM Association board member Management Consultants Virtual Collaboration for G&G Professionals

22 Bibliography - 1  CIO - A Travel Guide to Collaboration   Collaboration Loop   Collaboration Tools   Collaborative tools - An independent guide to products and services  stories/group adp  Collaborative Computing - White Papers, Web casts, and Case Studies 

23 Bibliography - 2  Future of Work   IBM Workplace Collaboration Service Tour  ftp://ftp.lotus.com/pub/lotusweb/workplacecollaboration/WorkplaceColl aborationServices_Tour.html  InnoVision Canada   Kolabora Online Collaboration Resources   Mapping Collaboration Technology Requirements to Human Social Requirements to Human Social Structure  /presentations/poltrock.pdf

24 Bibliography - 3  National Defense Research Institute  m.pdf  The Subtle Power of Virtual Collaboration  ce_Performance/R_and_I/TheCollaboration.htm

25 New Discovery  Scenario description  Our drilling team has just struck a huge offshore discovery that requires a fast track development project involving expertise from other divisions  Objective of Scenario  Illustrate how expertise and lessons learned in other divisions can be leveraged to reduce risk and ensure success of a new project

26 New Discovery

27 New Discovery New discovery developed collaboratively to accelerate development.

28 Collaboration Benefits   Benefits for employers   Benefits for employees   Social and economic benefits

29 Collaboration Impediments  Cultural challenges  Win-lose mentality and mistrust  Intellectual property issues  Resistance to change  Technical challenges  Lack of security  Lack of well-designed computing infrastructures  Technical integration obstacles